Exploring the role of organisational learning and leadership in developing dynamic capabilities Online publication date: Wed, 30-Nov-2022
by Jeong-Yang Park; Reem Muaid; Yong Kyu Lew; Chang Hoon Oh
European J. of International Management (EJIM), Vol. 19, No. 1, 2023
Abstract: Previous research has acknowledged that the interplay between organisational learning and leadership is vital. In this research, we combine organisational learning and leadership research within a dynamic capability (DC) framework to understand the nature of and interaction between them. Drawing on a single case study, this paper develops a conceptual framework of how learning mechanisms in organisational learning and different leadership styles influence the DCs. We find that the roles of leadership foster the development of organisational learning, environmental structures and underlying processes. To cultivate DC, designing different learning processes and systematic learning mechanisms to capture each aspect of DC, at individual and collective level, is essential. We also find that the transformational visionary leadership stimulates organisations to systematically address learning mechanisms and to construct an organisational learning environment.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the European J. of International Management (EJIM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook